Developed in 1980, the Hogan Personality Inventory, which describes the bright side of personality, has aged like a fine wine. With a commitment to validity and reliability, Hogan’s flagship assessment is continuously updated and analyzed by our industry-leading research division.
Whether your goal is to find the right hire or develop stronger leaders, assessing bright-side personality gives you valuable insight into how people work, how they lead, and how successful they will be. Simply put, the bright side is who you are when you are at your best.
“The bright side of personality is you when you’re keeping your real self under control,” says Bob Hogan. “It’s you when you’re a smoothly functioning hypocrite.”
In this video Bob Hogan discuss the bright side of personality and how some people have more attractive bright sides than others, which allows them to get along, get ahead, and have more successful careers.
The personality assessment industry gets a lot of criticism, and rightfully so. The vast majority of assessment providers care little about validity. At Hogan, we’ve spent 30 years building a reputation based on providing valid assessments that are proven to predict workplace performance.
One frequent question we get from skeptics is “are your assessments biased?” Although our competitors dance around this question or answer it dishonestly, we proudly admit that our assessments are biased.
First, we are biased toward data over intuition and toward data-based decision making.
Second, we are biased toward equal opportunity in hiring and promotion: if a woman or a minority is more talented than a white male candidate, then the talented person should get the job regardless of internal politics.
Third, we are biased toward revising our standard recommendations if new data shows our standard recommendations are wrong—that is, we are biased toward admitting our mistakes.
And fourth, we assume that people are fundamentally irrational and that getting them to behave rationally is a constant struggle. Specifically, people tend to choose actions that lead to short term payoffs but are contrary to their own long term best interests.
And yes, our assessments reflect these biases.
Leadership is the most important single factor determining success in business. At Hogan, we believe good leaders are those who are able to build and maintain high performing teams. At Blue Coach, Srdjan Vukcevic, the company’s founder and CEO, has been able to do that and so much more.
In addition to assembling a team that has positioned Blue Coach as Montenegro’s premier firm in delivering executive coaching, management consulting, and assessment-based solutions, Srdjan and his team have the opportunity to help others do that same at their organizations. As the Chinese proverb says: “Give a man a fish and you feed him for a day. Teach a man to fish and you feed him for a lifetime.”
In the first edition of the Distributor Spotlight Series for 2018, Srdjan provides a breakdown of the services Blue Coach offers, and how combining his team’s expertise with Hogan’s assessments has made a significant impact across a variety of industries and organizations.
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Hogan was the first personality assessment provider to recognize the value of assessing derailers, or dark side personality, with working adults. First launched in 1995, the Hogan Development Survey (HDS) measures 11 derailing tendencies that can impede career success and interpersonal effectiveness. In 1998, we were the first test publisher to develop a web-based assessment platform to administer the HDS. After we fully integrated the system to score assessment responses for personnel selection and employee development in 2001, our online platform became the most popular way to complete our assessments. As a result, we hit a new milestone as 2017 ended, surpassing over 2 million HDS assessments on our core platform. Put another way, we’ve administered the HDS using this one platform to more people than the population of Paris, France.
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“Why can’t they just act like adults!”
“It’s like herding cats!”
Although teams are our default organizational unit, team leaders often struggle to get individuals to cooperate and coordinate. Partly, that’s down to the fact that each individual has their own agenda for getting ahead, which they balance with getting along with everyone else.
Getting along is the hard part. We became hard-wired through evolution to prefer our own kind and to distinguish friend from foe. Although we are inclined to cooperate, we are also hard-wired for competition and war, which makes coordinating with others tricky. Science is now telling us more about how to manage people and teams to activate neural pathways for either trust and collaboration or conflict and competition. Here’s how to harness our neuropsychology to build better teams.
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Today, Hogan announced that Scott Gregory will assume the role of CEO, effective March 1, 2018. Current CEO, Tomas Chamorro-Premuzic has resigned and will leave the company on February 28, 2018.
“Tomas’ tireless support of the business has been superb,” said Robert Hogan, Founder and President. “He will remain a close friend and valued member of the extended Hogan family. He is an important thought leader with whom we expect to partner on future research, presentations and projects,” Hogan said. “We are grateful for his many contributions to the business and wish him great success in his next venture.”
Gregory, who completed his Ph.D. under Robert and Joyce Hogan at The University of Tulsa, was one of Hogan’s first employees. He has extensive experience working with global companies, including 12 years as the Vice President of Talent Management and Organizational Development at Pentair. He also was a consultant for Personnel Decisions International and Hogan’s partner, MDA Leadership Consulting, and taught I/O Psychology at Macalester College and St. Olaf College.
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This article was originally authored by Geoff Trickey for PCL in January 2018.
The use of personality questionnaires has increased quite dramatically over recent years. Test development, publication and usage have benefitted considerably from the opportunities provided by the internet: once a process that relied very much on the professional expertise of the psychologists, personality went online in 1999 and the genie was out of the bottle. Now readily accessible on both the test development side and the test user side, a highly competitive marketplace has developed, bristling with a bewildering array of products used by people with very varied levels of psychological insight.
There are positive benefits from this process of commoditization, but there are also concerns. The relationship between personality theory, personality research, test development, test publishing, sales and test usage is now weighted heavily towards the commercial end of that pipeline. The question is: have the links with psychology, the ‘psycho’ element in ‘psychometrics’, been strained almost to breaking point?
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*This article was authored by Jasmine Vergauwe, Bart Wille, Joeri Hofmans, Robert B. Kaiser, and Filip De Fruyt, and it was originally published by Harvard Business Review on September 26, 2017.
Conventional wisdom suggests that the most charismatic leaders are also the best leaders. Charismatic leaders have, for instance, the ability to inspire others toward higher levels of performance and to instill deep levels of commitment, trust, and satisfaction. As a result, they are generally perceived by their subordinates to be more effective, compared with less charismatic leaders.
But our research shows that while having at least a moderate level of charisma is important, having too much may hinder a leader’s effectiveness. We conducted three studies, involving 800 business leaders globally and around 7,500 of their superiors, peers, and subordinates. Leaders occupied different managerial levels, ranging from supervisors to general managers. Our paper is forthcoming in the Journal of Personality and Social Psychology.
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Most organizations across the globe make it a top priority to identify and develop high potential employees for leadership roles. Unfortunately, organizations large and small have struggled to recognize those with the most potential and, in many cases, select employees with very little potential at all.
This is largely due to biases in the identification process. Those with charismatic personalities who are likable and good at office politicking most often emerge as leaders. The problem is that the vast majority of these individuals lack the personality characteristics that translate to leader effectiveness. Thus, it should be no surprise that a Gallup poll in 2015 showed that 68% of US employees were not engaged or actively disengaged at work.
In this article, recently published in the Winter 2018 issue of People + Strategy Journal, Robert Hogan, Tomas Chamorro-Premuzic, and Derek Lusk address the crucial differences between leader emergence and leader effectiveness, and make practical recommendations for HR practitioners to create and implement successful HiPo identification programs.
The dark side of personality concerns behaviors and attributes that derail people – getting them into trouble and making them less effective as leaders. Typically, these derailers appear when people are under stress (e.g., they have a tight deadline, they are dealing with ambiguity, etc.) or when they are not self-monitoring (e.g., they are around people with whom they can let down their guard and not manage their image).
Many times, these behaviors are an overuse of a key strength from the bright side of their personality. For example, a leader who is conscientious, detail-oriented and sets high standards on a day-to-day basis might become perfectionistic, nitpicky and micromanaging when under stress – driving his or her direct reports crazy and garnering the reputation for being impossible to please.
While overuse of strengths is certainly problematic, underuse of a behavior or trait can be equally derailing, but in a different way. Underuse is another shade of the dark side, and it can have significant impacts on a leader’s effectiveness, reputation and, ultimately, career. Underuse of behaviors is usually not as visible or memorable as overuse, but it can be equally damaging.
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